1. Welcome to Workshop 4 Levitt Social Challenge Conducting a Feasibility Study

2. The financial Planning Abridged Version

3. Key components  Start-up Costs  Monthly Cash Flow Analysis From June to Start-up  Year 1: annual income and Expenses

4. Financial DIY Start-up Costs  Supplies  Equipment  Lease/Capital  Labor  Reserves  Other

5. Financial DIY Cash Flow  Start with projections of activities for each month  Based on your activity Project Monthly:  Cash inflows  Cash Outflows  Simply sum each column to calculate monthly totals  Begin the next month with ending cash balance from the previous month

6. Financial DIY Annual budget  Estimates  Total revenue and Support  Total expenses  Main difference with cash flow will be on expenses  Lets look at an example

7. Other Thoughts  Most assumption free look  Executive summary  Annual info not monthly  Use graphs to summarize info  If necessary get help

8. Conducting a Social Venture Feasibility Study Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri – Kansas City

9. Key Elements of a Feasibility Study  Executive Summary  Explanation of the Venture  Market Research on Potential Customers  The Desire and Need for the Product or Service  Assets and Capacity  General Business & Revenue Model with Pricing Strategy  Preliminary Financial Information  Discussion of Feasibility Midwest Center for Nonprofit Leadership at UMKC

10. Executive Summary This is the first part of the document, but the last part to be created.

11. What is the Start-Up Venture?  What is the product or service?  What support services are provided?  Is the venture a start-up, expansion, or acquisition?  Where and how is the product or service delivered?  What is the nature of the venture, and how will it operate?  What is the program design?  What are the unique characteristics indicating success?

12. Market Research on Potential Customers  Who is the market you intend to serve?  What are the characteristics of your target service market (age, gender, profession, income, needs)?  Who are your funders, who cares about this issue? What are their characteristics?  What is the depth of your market?  What is the markets potential growth?  What percent of the market will the venture serve?  What geographic area will you serve?

13. Desire and Need for the Product or Service  What is the social condition you will address?  What are the characteristics of those affected by the social condition?  What is the scale and distribution of the condition?  Who recognizes the condition? What is your degree of community support?  Who defines the condition as a problem?  What are the community needs: normative, expressed, perceived and relative?

14. Assets and Capacity  Who are key leaders?  What is the relevant education, experience, skills, and expertise of key leadership?  What positions will the organization need?  What skills must those holding key position have? (Licenses?)  What functions will need to be performed?  How many staff will be need in the first year?  How will personnel be compensated (hourly, wages, salaried, overtime, benefits)?  Is there sufficient supply of skilled staff available in the marketplace?  Are their outside services that will be needed?  What type of facility will be needed?  What are the requirements for fixtures, furniture, machinery or other equipment?  What is the floor plan and structural features of the facility?  How will the venture purchase inventory/supplies?  How will the venture administer quality and cost controls?

15. General Business and Revenue Model  What is the process required to produce items for sale, or to provide the service?  Which aspects of this process will the venture undertake, and which will be provided by others? Who will provide them? Are there key collaborators?  How will the product or service be distributed, promoted and advertised?  What is the venture’s pricing strategy?  Will the venture be a program of an existing organization or will the program be a separate subsidiary?

16. Preliminary Financial Information  Start-up Budget  First Year Budget  Start-Up Capital  How long until you begin to generate revenue?  When do you estimate you will break even?  What revenues must be achieved to break even?

17. Feasibility Considerations 1.Mission Relevance 2.Risk Acceptability What key planning assumptions have been made as a part of developing this venture? What are inherent risks in the development and the operation and how they will be managed? What uncertainties have you identified and what is known about them? 3.Competitive Capacity Who is your competition? What are their strengths and weaknesses? How are they different from your venture? What is the ventures competitive edge? Why is the venture unique?

18. Appendices Market data – statistics List of product/service offerings Floor plan indicating requirements for space Capital-equipment list Quotes and estimates from vendors Rent, lease, or purchase agreements Letters indicating a line of credit or loan Letters of intent from potential customers Letters of support from others in the industry, or from foundations and corporate giving offices Legal documents, such as incorporation papers or nonprofit status determination letter Annual report and financial statement of the nonprofit parent

19. Now write the Executive Summary  What is the product or service?  What is the market (clients and funders)?  What is the community need?  How will this product or service be delivered?  Who is the leadership team?  What is the business model?  Is the venture part of a larger nonprofit organization?  What are the revenue projections for the first year?  When will the venture break even?  How much money do you need, and why?